PRESTIGE INSTITUTE OF MANAGEMENT

AND RESEARCH,
INDORE

Major Research Project Report
On
A Study of Kaizen I!"eentation in
IMPETUS#
SU$MITED TO%
SU$MITTED $&%
D'( Ka!i" A'o'a
Anai)a Pat*a)
M$A
+PA, -
t*
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No( 0 11234
566305662
DECLARATION
I hereby declare that the following project report titled A STUDY OF KAIZ!
I"#$"!TATIO! I! I"#TUS% i& an a'thentic wor( done by )e*
The project wa& 'nderta(en a& a part of the co'r&e c'rric'l') of "*+*A* ,#*A*- progra))e.
#re&tige In&tit'te of "anage)ent and /e&earch. Indore*

ANAMIKA PATHAK
CERTIFICATE
Thi& i& to certify that MONIKA RATHORE. a &t'dent of MBA IV SEMESTER in SHRIRAM
.. ha& co)pleted her &ynop&i& of )ajor re&earch project entitled 0 A
Study of Kaiz! I"#$"!tatio! i! IMPET%S Co"#a!y&.
A& per )y (nowledge her wor( i& original and gen'ine*


DATE'

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6
A Study of Kaiz! I"#$"!tatio! i! IMPET%S Co"#a!y&
Co!)#tua$ f*a"+o*,-

KaiEen i& a :apane&e word* It )ean& contin'o'& i)proFe)ent with the inFolFe)ent of eFerybody
in the organiEation &o a& to generate Fal'e for c'&to)er&* It i& ba&ed on the belief that there will
be no progre&& if yo' (eep on doing thing& eGactly the &a)e way all the ti)e* KaiEen &tre&&e&
'pon proce&& oriented thin(ing a& oppo&ed to re&'lt7oriented thin(ing* KaiEen &trategy i& that not
a day &ho'ld go by witho't &o)e (ind of i)proFe)ent being )ade &o)ewhere in the
organiEation*
IT co)panie& adopt change& Fery rapidly and proFide& technical i)proFe)ent& on an ongoing
ba&i&*
.o$d! *u$( of Kaiz!-
2lean and oil free place i& the fir&t indeG of good &hop )anage)ent*
#rod'ce j'&t in ti)e*
!o &torage of )aterial& at wor(*
!o ob&tr'ction in )aterial flow*
Ferything in place and a place for eFerything*
M% C/),$i(t of Kaiz! A)ti0iti( i! Co"#a!i(-
"'da ,wa&te- "'ri ,&train- "'ra ,di&crepancy-
1* "anpower "anpower "anpower
9* TechniH'e TechniH'e TechniH'e
8* "ethod "ethod "ethod
<* Ti)e Ti)e Ti)e
A* Facilitie& Facilitie& Facilitie&
>* :ig& and tool& :ig& and tool& :ig& and tool&
6* "aterial& "aterial& "aterial&
?* #rod'ction Fol')e #rod'ction Fol')e #rod'ction Fol')e
B* InFentory InFentory InFentory
1@* #lace #lace #lace
11* =ay of thin(ing =ay of thin(ing =ay of thin(ing


?
1 2S3 i! Kaiz!-
I AS i& a )ethod for organiEing a wor(place. e&pecially a &hared wor(place ,li(e a &hop
floor or an office &pace-. and (eeping it organiEed*
I To ta(e the concept of KaiEen perfor)ance to it& 'lti)ate leFel of &i)plicity. it offered
the following JASJ &tep&
I Sorting (eeping only e&&ential ite)&
I Si)plifying eli)inate& eGtra )otion*
I Sweeping (eep the wor(place clean
I StandardiEing &tandardiEed wor( practice&
I S'&taining )aintaining and reFiewing &tandard&
B
Kaiz!4( Bu(i!(( T!t(-
1- !ot a &ingle day &ho'ld pa&& witho't any (ind of i)proFe)ent anywhere in the co)pany*
9- I)proFe)ent &trategie& )'&t be driFen by c'&to)er reH'ire)ent& and &ati&faction*
8- D'ality )'&t alway& ta(e a higher priority oFer profit&*
<- )ployee& )'&t be enco'raged to recogniEe proble)& and &'gge&t i)proFe)ent& to addre&&
the&e proble)&*
A- #roble)& )'&t be &olFed by a collaboratiFe and &y&te)atic approach thro'gh cro&&7f'nctional
tea)&*
>- #roce&&7oriented thin(ing ,a& oppo&ed to re&'lt&7oriented thin(ing- )'&t be practiced by
eFeryone. &o that eFery proce&& get& contin'o'&ly i)proFed fro) ti)e to ti)e*
Fatu*( of ,aiz!-
5id$y a##$i)a6$ 0 2an be '&ed in both )an'fact'ring and non7)an'fact'ring enFiron)ent&*
Hi7/$y ff)ti0 8 *(u$t( o*i!td- KaiEen eFent& will generate H'ic( re&'lt&. "ea&'rable
re&'lt&. e&tabli&h the ba&eline. and )ea&'re the change*
I A La*!i!7 E9#*i!) 0 Fery )e)ber of a KaiEen Tea) will wal( away fro) the eFent
learning &o)ething new*
Ta" 6a(d 8 )*o(( fu!)tio!a$ 0 Tea) )e)ber& can be fro) Fario'& f'nction& of the
b'&ine&&* Top )anage)ent participation i& enco'raged*
Kaiz! #*o)((
A*- Select an Fent
+*- #lan an Fent
2*- I)ple)ent an Fent
D*-Follow7'p to an Fen
1@
Mt/odo$o7y i! I"#$"!tatio! of ,aiz! !0i*o!"!t
The following proced're &ho'ld be followed for i)ple)entation of (aiEen enFiron)ent in the
organiEation*
The gro'p &iEe &ho'ld be for)ed a& &)all between > to 19 n')ber& and the eH'al leFel of
the per&onnel within the organiEation* Allot the n')ber& to all (aiEen gro'p&. (aiEen
!o*1. (aiEen !o*9 etc*
Appoint a &enior leFel per&on a& an Fal'ator to each gro'p. aboFe the leFel of
participant& in the (aiEen gro'p*
2ond'ct 5ro'pK& )eeting at reg'lar interFal. i*e* at lea&t once in a wee(. preferably
haFing a fiGed &ched'le for neGt > to 19 )onth& ti)e*
S'b)it the progre&& report of i)proFe)ent in writing in a KaiEen For). a& clearly a&
po&&ible and cater the copie& of &a)e to eFery )e)ber of the gro'p. at lea&t one day in
adFance of the &ched'led )eeting*
$et eFeryone &pea( o't abo't hi& own i)proFe)ent* If no i)proFe)ent )ade. let hi)
&ay &o to all participant& and then &it in hi& chair* Allow abo't 8 to A )in'te& to )a(e
&o)e i)proFe)ent d'ring the la&t wee(*
=hile a )e)ber i& &pea(ing. all other gro'p )e)ber& incl'ding eFal'ator &ho'ld only
li&ten hi) caref'lly* !o co))ent& are pa&&ed* 3oweFer. a clarification. if nece&&ary. )ay
be &o'ght in&tantly*
B!fit( of ,aiz! !0i*o!"!t
There are &o )any tangible and intangible benefit& can be )ade aFailable to the organiEation for
proper i)ple)entation of (aiEen &y&te)* The&e are4
:; Ta!7i6$ B!fit(4 S') total of &)all i)proFe)ent& contrib'ted by each and eFery of
e)ployee& of the organiEation can re&'lt in a big pile of i)proFe)ent& FiE* red'ced
ti)eLrejection. energy con&')ption &aFing. etc* along with i)proFed H'ality*
<; Ta!7i6$ B!fit(- There are &o )any intangible benefit&M an organiEation )ay haFe thro'gh
deFeloping participatiFe c'lt're*
It can be a &ingle )otiFating factor for indiFid'al e)ployee& beca'&e the &tre&& i& on
n')ber of &)all &tep i)proFe)ent&* So they ta(e pride in increa&ing thi& n')ber*
It i& Firt'ally ri&(7free beca'&e the&e are &)all &tep i)proFe)ent& calling for Fery
negligible inFe&t)ent&*
It re&'lt& in better tea) wor( d'e to certain principle& of &piral thin(ing inFolFed in ba&ic
philo&ophy*
=ith increa&ed e)pha&i& on wa&te eli)ination it giFe& the e)ployee& a &en&e of
belonging&. togetherne&& and acco)pli&h)ent toward& organiEation while b'ilding a
c'lt're of loyalty*
11
5iFing )ore i)portance on eFery &aFing it help& the &ociety a& a whole in con&erFing
i)proFe)ent re&o'rce& li(e. electricity. f'el etc*
Ra(o!( fo* fai$u* of ,aiz!
It ha& been ob&erFed that with the application of (aiEen enFiron)ent )o&t of the organiEation ha&
prod'ced dra)atic re&'lt& and &'b&tantial i)proFe)ent&. &till it wa& &'rpri&ed to notice that &o)e
had failed* =hile analyEing the ca'&e& of the fail're of the e&tabli&hed (aiEen &y&te). the
following )ajor rea&on& haFe been detected4
Top )anage)ent )ay not &'pport it*
=or(er& are not properly )otiFated*
#articipant& are not properly trained to i)proFe their li&tening &(ill&. pre&entation &(ill&.
co))'nication &(ill& etc* )oreoFer the effort& of fail're by the gro'p )e)ber& are
criticiEed*
KI)proFe)ent& are a part of daily ro'tineK 777 thi& ba&ic concept& are ignored*
#articipant& are alway& fo'nd with lot of wor( pre&&'re. e&pecially at the ti)e of year
end. handling the cri&i& &it'ation etc* re&'lting &idelining the (aiEen at all*
19
O*7a!izatio!a$St*u)tu*
:' ASSISTANT DIRECTOR OF EN.INEERIN.
<' PRO=ECT MANA.ER
>' TEAM LEADER
?' TEAM MEMBER
18
Kaiz! i"#$"!tatio! i! IMPET%S Co"#a!y
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=hat abo't (aiEen in I"#TUSN The top )anage)ent of the co)pany tho'ght that rather than
new tool&. fa&ter )ethod& or defined proced're& why not &tart by &eeing the wa&teN If
progra))er& agree that wa&te i& bad. then choo&ing a tool or )ethod to get rid of that wa&te
beco)e& )ore nat'ral to the way they wor(*
So. there are the 6 type& of wa&te the progra))er& loo(ed 'pon to i)proFe4
O0*#*odu)tio! co'ld be adding in feat're& and proce&&e& that are not needed. or not needed
right now to &'pport the c'rrent Fer&ion and the need& of the )ar(et* I)agine if &oftware did
only what we needed it to doN 3ow )'ch of what yo' &ee on yo'r &creen right now i& Jp'&hedJ
at yo'N
T*a!(#o*tatio! i& alway& a diffic'lt one to identify in the (nowledge wor( arena. b't anyti)e
di&tance ,&'ch a& di&tance between deFelop)ent center&- create& artificial batche& and econo)ie&
of &cale. yo' haFe the aFoidance of tran&portation wa&te a& a ca'&e* If yo' co'ld code it. chec( it.
b'ild it one at a ti)e with no tran&portation delay& wo'ld yo' haFe a better &oftware prod'ctN
Motio! wa&te can be a wide range of thing& &ince d'e to (eyboard interface &oftware
deFelop)ent i& largely )an'al labor* Any )oFe)ent of hand&. )oFe)ent of piece& of code.
b'ilding of code. etc* that doe&nKt get yo' clo&er to a good fini&hed prod'ct wo'ld be a wa&te of
)otion*
5aiti!7 if yo'Kre haFing to )'lti7ta&(. yo'Kre probably waiting for &o)ething* IKd li(e to i)agine
that progra))er& haFe lightning7fa&t )achine& and neFer haFe to wait for anything to happen.
b't there are probably ti)e& when yo' haFe to let yo' code co)pile. te&t. etc* before yo' can &ee
the re&'lt& of yo'r wor( and co)e bac( to (ill b'g&*
Df)t( wo'ld be b'g&. bad code. all of the thing& that )a(e =indow& #2 cra&h* +'ilding
H'ality i& in i& where &tandardiEation. better tool&. proced're&. and )ethod& co)e& in* $oo(ing
for b'g& after a lot of coding ha& already been done i& pretty )'ch the oppo&ite of jido(a. which
i& to chec( the H'ality of wor( early and often and &top the wor( when a& &oon a& a defect i&
fo'nd*
P*o)((i!7 wa&te wo'ld be thing& li(e red'ndant line& of code. or code that i& a le&& elegant ,i*e*
longer- than it need& to be. or )ethod& of progra))ing that add eGtra &tep&*
I!0!to*y i& harder to &ee in (nowledge wor( b't thi& wo'ld be any Jwor( in proce&&J* Any
project or part of a project anyone i& wor(ing on b't i& not co)plete wo'ld be inFentory* It ha&
labor and tho'ght added into it. b't i& not ready to &hip* So it ha& a co&t* The (ey thing with
inFentory i& not to eGplain it away or accept that it i& ineFitable. b't to 'nder&tand that it i& a
wa&te and root ca'&e of that inFentory i& where (aiEen &ho'ld be foc'&ed*

1<
Ratio!a$ of t/ Study
It concentrate& on the )o&t logi&tic i&&'e& and proFide& the )o)ent') to (eep 'p progre&& and
)orale* It i& Fery i)portant for the )anage)ent to (now area& for i)proFe)ent a& well a&
di&ciplined and &)ooth flow of wor( on the wor(place* KaiEen &tre&&e& 'pon proce&& oriented
thin(ing* +y adopting (aiEen &trategy. co)panie& can i)proFe on an ongoing ba&i&*
O6@)ti0( of t/ Study
To &t'dy the ongoing ba&i& i)proFe)ent a& well a& flow of wor( in co)pany li(e
I"#TUS*
To &t'dy the perfor)ance effectiFene&& d'e to (aiEen i)ple)entation*
1>
Lit*atu* R0i+
In an article titled KaiEen in Software DeFelop)ent4 Start by &eeing the 6 =a&te&% written by
:on "iller ,A'g'&t ?- (aiEen i)ple)entation in IT &ector ha& been highlighted*
3e pointed o't the wa&te& re)oFing* 3e ha& &aid in hi& article that rather than new tool&. fa&ter
)ethod& or defined proced're& why not &tart by &eeing the wa&te. if progra))er& agree that
wa&te i& bad. and then choo&ing a tool or )ethod to get rid of that wa&te beco)e& )ore nat'ral to
the way they wor(*
3e told in hi& article that what are the 6 type& of wa&te a progra))er &ho'ld loo( for* The&e are4
OFerprod'ction co'ld be adding in feat're& and proce&&e& that are not needed. or not needed
right now to &'pport the c'rrent Fer&ion and the need& of the )ar(et* I)agine if &oftware did
only what we needed it to doN 3ow )'ch of what yo' &ee on yo'r &creen right now i& Jp'&hedJ
at yo'N
Tran&portation i& alway& a diffic'lt one to identify in the (nowledge wor( arena. b't anyti)e
di&tance ,&'ch a& di&tance between deFelop)ent center&- create& artificial batche& and econo)ie&
of &cale. yo' haFe the aFoidance of tran&portation wa&te a& a ca'&e* If yo' co'ld code it. chec( it.
b'ild it one at a ti)e with no tran&portation delay& wo'ld yo' haFe a better &oftware prod'ctN
"otion wa&te can be a wide range of thing& &ince d'e to (eyboard interface &oftware
deFelop)ent i& largely )an'al labor* Any )oFe)ent of hand&. )oFe)ent of piece& of code.
b'ilding of code. etc* that doe&nKt get yo' clo&er to a good fini&hed prod'ct wo'ld be a wa&te of
)otion*
=aiting if yo'Kre haFing to )'lti7ta&(. yo'Kre probably waiting for &o)ething* IKd li(e to i)agine
that progra))er& haFe lightning7fa&t )achine& and neFer haFe to wait for anything to happen.
b't there are probably ti)e& when yo' haFe to let yo' code co)pile. te&t. etc* before yo' can &ee
the re&'lt& of yo'r wor( and co)e bac( to (ill b'g&*
Defect& wo'ld be b'g&. bad code. all of the thing& that )a(e )y =indow& #2 cra&h* I wonder
how )'ch of the wor( progra))er& do i& correcting and rewor( Fer&'& &i)ply creating
&o)ething new that they (now will wor( correctly the fir&t ti)eN 3ow )'ch of that i& tr'ly
inFenting &o)ething new and how )'ch of that (now& what to &electN +'ilding H'ality i& in i&
where &tandardiEation. better tool&. proced're&. and )ethod& co)e& in* $oo(ing for b'g& after lot
16
of coding ha& already been done i& pretty )'ch the oppo&ite of jido(a. which i& to chec( the
H'ality of wor( early and often and &top the wor( when a& &oon a& a defect i& fo'nd*
#roce&&ing wa&te wo'ld be thing& li(e red'ndant line& of code. or code that i& a le&& elegant ,i*e*
longer- than it need& to be. or )ethod& of progra))ing that add eGtra &tep&* "eeting&. fro) what
I haFe heard. are often a for) of wa&ted proce&&ing at &oftware deFeloper&*
InFentory i& harder to &ee in (nowledge wor( b't thi& wo'ld be any Jwor( in proce&&J* Any
project or part of a project yo' are wor(ing on b't i& not co)plete wo'ld be inFentory* It ha&
labor and tho'ght added into it. b't i& not ready to &hip* So it ha& a co&t* The (ey thing with
inFentory i& not to eGplain it away or accept that it i& ineFitable. b't to 'nder&tand that it i& a
wa&te and root ca'&e of that inFentory i& where yo' &ho'ld foc'& (aiEen*
One another a'thor $arry ,:an9@@A- ha& al&o written an article. titled The 6 habit& of highly
effectiFe infor)ation profe&&ional&* 3e told the effectiFene&& of (aiEen in infor)ation
profe&&ional&*
Thi& article foc'&e& on the &eFenth of the 6 habit& of highly effectiFe infor)ation profe&&ional&*
3abit 6 i& to o'r per&onal effectiFene&& what KaiEen i& to H'ality. KaiEen co)e& fro) two
:apane&e word& (ai )eaning change and Een )eaning for the better or good* KaiEen i& a H'ality
)anage)ent &y&te) that )ean& a habit of contin'o'& i)proFe)ent inFolFing eFerybody in the
organiEation 7 )anager& and wor(er& ali(e* Sharpen the Saw i& the habit of contin'o'&
i)proFe)ent of the other &iG habit& of effectiFene&&* 3abit 6 i& abo't ta(ing care of the )o&t
i)portant re&o'rce yo' haFe 7 yo'r&elf* =e )'&t foc'& on renewing o'r&elFe& in fo'r critical
area& of o'r liFe& in order to opti)iEe o'r effectiFene&&* The fo'r di)en&ion& of renewal incl'de
phy&ical di)en&ion. which i& abo't ta(ing care of yo'r phy&ical &elf* Second i& &pirit'al
di)en&ion* Thi& di)en&ion i& the core of yo'r life. yo'r center and yo'r co))it)ent to yo'r
Fal'e &y&te) that proFide& the ba&ic leader&hip to yo'r life* It i& a Fery priFate area of life and a
&'pre)ely i)portant one* Third i& )ental di)en&ion* "ental deFelop)ent co)e& thro'gh
ed'cation 7 for)al and infor)al* =itho't a &t'dy di&cipline. o'r )ind& can atrophy* The
infor)ation age de)and& contin'o'& learning in all for)&* Finally. &ocial and e)otional
di)en&ion* The fir&t three di)en&ion& 7 phy&ical. &pirit'al and )ental 7 align clo&ely with 3abit&
1. 9 and 8. re&pectiFely* The fo'rth di)en&ion ,&ocial and e)otional- foc'&e& on 3abit& <. A and
> 7 the p'blic Fictory triad* The&e repre&ent the principle& of interper&onal leader&hip. e)pathic
co))'nication and creatiFe cooperation*
1?
One another a'thor /ieEebo& ,"ay9@@B- in hi& article titled AdFancing lean )an'fact'ring.
role of OITP %* 3e ha& &aid abo't that application of (aiEen i& '&ef'l not only for )an'fact'ring
organiEation& b't for IT co)panie& al&o*
The a'thor introd'ced in thi& article that $ean #rod'ction ha& enabled organiEation& in the
)an'fact'ring and &erFice &ector& to &ignificantly i)proFe their co)petitiFene&&* 3e &aid that
the application of $ean principle&. deriFed fro) the Toyota #rod'ction Sy&te) ha& enabled )any
organiEation& to &i)'ltaneo'&ly i)proFe prod'ctiFity. H'ality and c'&to)er &erFice* Si)ilar
benefit& haFe been achieFed thro'gh the application of infor)ation technology ,IT-* The
application of IT and $ean principle& are clai)ed to be interdependent and co)pli)entary by
&o)eM whil&t other& haFe &een a& the approache& a& being )'t'ally eGcl'&iFe* Thi& article
pre&ent& reFiew& the role of IT in achieFing the principle& of $ean #rod'ction* Three i)portant
topic& are reFiewed4 the '&e of IT in prod'ction logi&tic&M co)p'ter7aided prod'ction
)anage)ent &y&te)&M and adFanced plant )aintenance* It i& &hown that the root& of different
way& of wor(ing were &i)ilar. b't that &'b&eH'ent deFelop)ent& followed in oppo&ite direction&*
$ater. when the acceptance of $ean #rod'ction beca)e )ore perFa&iFe. the practice& typically
conFerged into hybrid prod'ction &y&te)&. applying ele)ent& of &eFeral &y&te)& in a way that i&
con&i&tent with the principle& with $ean #rod'ction*
9@
R(a*)/ Mt/odo$o7y
Study-

The pre&ent re&earch i& ai)ed at &t'dying (aiEen &trategy in I"#TUS 2o)pany and
it i& be ba&ed on pri)ary and &econdary data* Thi& re&earch i& e)pirical re&earch
beca'&e it i& ba&ed on ob&erFation*
R(a*)/ D(i7!-
/e&earch de&ign con&i&t& of plan. &tr'ct're and &trategy for inFe&tigation to obtain
an&wer& to the re&earch operation&* #lan and &tr'ct're for) the ba&ic o'tline of the
re&earch &che)e and the &trategy &how& how the re&earch will be carried o't.
&pecifying the )ethod& to be '&ed in the collection and analy&i& of data*
Sa"#$ D(i7!-
!on7rando) probability &a)pling techniH'e ha& been '&ed in the project in which data
will be collected fro) each depart)ent &o that fair re&'lt& can be obtained*
Sa"#$ Siz-
A &a)ple &iEe of A@ re&pondent& ha& been ta(en for re&earch p'rpo&e fro) which 8@
re&pondent& haFe been &elected rando)ly. &elected fro) Fario'& depart)ent& of the
co)pany which i& f'rther diFided in two gro'p&*
Too$(- A &elf ad)ini&tered H'e&tionnaire will be '&ed for data collection*
Data Co$$)tio!-
P*i"a*y Data4 #ri)ary Data are the infor)ation generated or gathered by the
re&earcher& for the p'rpo&e of a project* #ri)ary data are the original wor(& of
re&earch witho't interpretation* In thi& re&earch project D'e&tionnaire ha& been '&ed a&
pri)ary data for data collection*
S)o!da*y Data4 Secondary Data are readily aFailable prior to the co))ence)ent of
the re&earch project* In thi& re&earch project infor)ation fro) the )ployee& of the
co)pany. =eb&ite of the co)pany. +oo(& etc haFe been '&ed a& &econdary data for data
collection*
91
Data A!a$y(i(-
In thi& &t'dy two different &a)ple &iEe fro) the &elected one oFerall &a)ple are
prepared and then data ha& been analyEed by application of St'dent& t7 te&t%*
Fo*"u$a E"#$oyd-
,i- "ean4 Sy)bolically it i& repre&ented a&4
Q RCL n

=here CQ /e&pon&e& of the re&pondent&
nQ !')ber of re&pon&e&*
,ii- Standard deFiation 4
SQ 9
,iii- t7 te&t4
t
cal Q

=here Q "ean of /e&pon&e& of the re&pondent&
Q #op'lation "ean
nQ !')ber of re&pon&e&*

98
t' T(t o! o0*a$$ Sa"#$ Siz-
!'ll 3ypothe&i& 3O4 There i& high degree of inFolFe)ent of
e)ployee& in KAIZ! eFent i)ple)entation for contin'o'&
i)proFe)ent in I"#TUS*
AB >
AlternatiFe 3ypothe&i& 314 There i& not high degree of inFolFe)ent
of e)ployee& in KAIZ! eFent i)ple)entation for contin'o'&
i)proFe)ent in I"#TUS*
AC >
t
ta6
D E.<?1
F
t
)a$
' E.::G

F at 1H $0$ of (i7!ifi)a!)

R(u$t- In thi& ca&e t
ta6 S
t
)a$ &o the n'll hypothe&i& i& accepted* The Fal'e of t7 te&t fallen
within the region in which the alternatiFe hypothe&i& i& rejected that )ean& it can be
&aid fro) aboFe that in contin'o'& i)proFe)ent. inFolFe)ent of the e)ployee& of
the co)pany i& of highe&t degree* So the pre&')ption that in contin'o'&
i)proFe)ent in I"#TUS eFeryone i& inFolFed i& correct*
9<
t' T(t o! Sa"#$ Siz I:>; of Co* E!7i!*i!7 D#a*t"!t-
!'ll 3ypothe&i& 3O4 There i& high degree of inFolFe)ent of
e)ployee& of 2ore ngineering depart)ent in KAIZ! eFent
i)ple)entation for contin'o'& i)proFe)ent in I"#TUS*
AB >
AlternatiFe 3ypothe&i& 314 There i& not high degree of inFolFe)ent
of e)ployee& of 2ore ngineering depart)ent in KAIZ! eFent
i)ple)entation for contin'o'& i)proFe)ent in I"#TUS*
AC >
t
ta6
D <.:JK
L
t
)a$
7 E.EG?

L at 1H $0$ of (i7!ifi)a!).
R(u$t- In thi& ca&e t
ta6 S
t
)a$ &o the n'll hypothe&i& i& accepted* The Fal'e of t7 te&t fallen
within the region in which the alternatiFe hypothe&i& i& rejected that )ean& it can be &aid fro)
aboFe that in contin'o'& i)proFe)ent. inFolFe)ent of the e)ployee& of 2ore ngineering
depart)ent of the co)pany i& of highe&t degree* So the pre&')ption that in contin'o'&
i)proFe)ent in I"#TUS e)ployee& of 2ore ngineering depart)ent of the co)pany are
inFolFed i& correct*
9A
t' T(t o! Sa"#$ Siz I:J; of P*(o!!$ Ma!a7"!t-
!'ll 3ypothe&i& 3O4 There i& high degree of inFolFe)ent of
e)ployee& of #er&onnel "anage)ent in KAIZ! eFent
i)ple)entation for contin'o'& i)proFe)ent in I"#TUS*
AB >
AlternatiFe 3ypothe&i& 314 There i& not high degree of inFolFe)ent
of e)ployee& of #er&onnel "anage)ent in KAIZ! eFent
i)ple)entation for contin'o'& i)proFe)ent in I"#TUS*
AC >
t
ta6
D <.:<E
M
t
)a$
7 E.EK1

M at 1H $0$ of (i7!ifi)a!).
R(u$t- In thi& ca&e t
ta6 S
t
)a$ &o the n'll hypothe&i& i& accepted* The Fal'e of t7 te&t fallen
within the region in which the alternatiFe hypothe&i& i& rejected that )ean& it can be &aid fro)
aboFe that in contin'o'& i)proFe)ent. inFolFe)ent of the e)ployee& of #er&onnel "anage)ent
of the co)pany i& of highe&t degree* So the pre&')ption that in contin'o'& i)proFe)ent in
I"#TUS e)ployee& of #er&onnel "anage)ent of the co)pany are inFolFed i& correct*
9>
R(u$t Su""a*y
The oFerall re&'lt of t7 te&t in thi& re&earch project i& that the Fal'e& of t fall in the n'll hypothe&i&
accepted region &o alternatiFe hypothe&i& i& rejected in all the aboFe three ca&e&* In all the aboFe
ca&e&. Fal'e& of t% calc'lated are greater than the Fal'e of t% tab'lated*
Ma!( Co"#a*i(o! .*a#/-
Fro) thi& )ean& co)pari&on graph it can be &aid that the e)ployee& of core engineering
depart)ent are )'ch intere&ted and inFolFed in (aiEen i)ple)entation in co)pari&on to the
other depart)ent*

9?
I!t*#*tatio!( a* d()*i6d a!d (/o+! a( fo$$o+(-

1* Awarene&& of e)ployee& of core engineering ,2- and )anage)ent per&onnel ,"#- of
I"#TUS abo't the word (aiEen*
9* S'gge&tion& fro) e)ployee& of 2 and "# are inFited which help& in red'cing wa&te&*

9B
8* I)proFe)ent& are Fiewed and done on the &pot for e)ployee& of 2 and "# in
I"#TUS*
<* In (aiEen i)ple)entation nece&&ary i)proFe)ent& are done by the top )anage)ent*

8@
A* TrainingL wor(&hop& are organiEed to )a(e aware of &elf i)proFe)ent for both the
e)ployee& of core engineering ,2- and )anage)ent per&onnel ,"#-*
>* "anage)ent of I"#TUS i& capable of handling &)ooth flow of wor(. ti)ely d'e to
(aiEen i)ple)entation*
81
6* 2ontin'o'& i)proFe)ent i& the need for the growth of any co)pany &o a& to generate
Fal'e for c'&to)er&*
?* 2ontin'o'& i)proFe)ent driFe& organiEational re&'lt& and profitability for &'&tainable
&'cce&&*

88
C/a#t*( N 5i( Su""a*y
CHAPTER :- INTROD%CTION
In 1
&t
chapter contain& introd'ction part of the oFerall project a& well a& the introd'ction of the
I"#TUS co)pany*
In thi& part of the project it ha& been di&c'&&ed that what (aiEen i&. it& i)ple)entation. it&
benefit& for the place where it i& i)ple)ented. proce&& of (aiEen eFent i)ple)entation and it&
i)ple)entation in I"#TUS. Indore which i& an IT co)pany*
Thi& part of the project e)pha&iEe& that there i& need of contin'o'& i)proFe)ent with
inFolFe)ent of eFeryone in the organiEation*
Thi& chapter al&o contain& rationale and objectiFe of the &t'dy which highlight& the i)portance
and p'rpo&e of thi& re&earch*
The i)portance of thi& re&earch i& that it i& Fery i)portant for the )anage)ent to (now area& for
i)proFe)ent a& well a& di&ciplined and &)ooth flow of wor( on the wor(place* KaiEen &tre&&e&
'pon proce&& oriented thin(ing* +y adopting (aiEen &trategy. co)panie& can i)proFe on an
ongoing ba&i&*
ObjectiFe& of thi& re&earch are to &t'dy the ongoing ba&i& i)proFe)ent a& well a& flow of wor(
in co)pany li(e I"#TUS and to &t'dy the perfor)ance effectiFene&& d'e to (aiEen
i)ple)entation*
8<
CHAPTER <- LITERAT%RE REVIE5
Thi& 9
nd
chapter of the re&earch project contain& article&. re&earch paper& etc* which highlight& on
preFio'& re&earche& and wor(& done on &i)ilar topic by re&earcher&*
In thi& chapter re&earcher& haFe &aid in their re&earche& that (aiEen in an IT co)pany ca'&e&
i)proFe)ent& that al&o i)proFe& &)ooth flow of wor( a& well a& H'ality of wor( life*
CHAPTER >- METHODOLO.O

Thi& 8
rd
chapter of the re&earch project contain& the detail& abo't4
The inFe&tigation.
/e&earch de&ign that i& a concept'al &tr'ct're within which re&earch wo'ld be cond'cted.
Sa)ple &iEe.
Sa)ple de&ign.
#ri)ary and &econdary data collection.
CHAPTER ?- RES%LTS
In thi& chapter of the re&earch project fir&tly hypothe&i& ha& )ade and then data ha& been
analyEed by applying t7 te&t*
/e&'lt& of the te&ting of hypothe&e& by applying t7 te&t are acceptance of n'll hypothe&i& which
infor)& that inFolFe)ent of e)ployee& in contin'o'& i)proFe)ent in I"#TUS* The rea&on&
)ay be4
The change& occ'r d'ring the (aiEen i)ple)entation for i)proFe)ent with the
inFolFe)ent of eFeryone in the organiEation.
/e&i&tance fro) co)ing o't of the co)fort Eone*
8A
CHAPTER 1- INTERPRETATION
In thi& chapter the finding& of the data '&ed in the re&earch ha& been analyEed and &hown by
graph& in which the degree of po&itiFe re&pon&e& and negatiFe re&pon&e& are eFal'ated by
percentage )ethod and then &hown in the graphic for)*
In thi& part of the project report different di)en&ion& of (aiEen i)ple)entation in I"#TUS ha&
been di&c'&&ed*
86
Co!)$u(io!-
Thi& re&earch report e)pha&iEe& on the (aiEen which i& a :apane&e word that )ean& contin'o'&
i)proFe)ent with the inFolFe)ent of eFeryone in the organiEation and it& application in
I"TUS*

KaiEen i)ple)entation really giFe& benefit& to the co)pany the&e are a& follow&4
It i& Firt'ally ri&(7free beca'&e the&e are &)all &tep i)proFe)ent& calling for Fery
negligible inFe&t)ent&*
It re&'lt& in better tea) wor( d'e to certain principle& of &piral thin(ing inFolFed in ba&ic
philo&ophy*
=ith increa&ed e)pha&i& on wa&te eli)ination it giFe& the e)ployee& a &en&e of
belonging&. togetherne&& and acco)pli&h)ent toward& organiEation while b'ilding a
c'lt're of loyalty*
5iFe )ore i)portance on eFery &aFing it help& the &ociety a& a whole in con&erFing
i)proFe)ent re&o'rce& li(e. electricity. f'el etc*
A& fro) the re&'lt& obtained it i& identified that e)ployee&P inFolFe)ent in (aiEen
i)ple)entation in I"#TUS &ho'ld be increa&ed &o that better re&'lt& can be obtained in faFor
of the organiEation and then benefit& )entioned below can be obtained4
S') total of &)all i)proFe)ent& contrib'ted by each and eFery of e)ployee& of the
organiEation can re&'lt in a big pile of i)proFe)ent& FiE* red'ced ti)eLrejection. energy
con&')ption &aFing. etc* along with i)proFed H'ality*

8B
Su77(tio!( fo* futu* *(a*)/-
The 1
&t
i)portant thing in any of the re&earch i& the re&earch de&ign beca'&e if the
re&earch wor( i& &tarted witho't proper re&earch de&ign. it )ay lead to )i&leading
concl'&ion&* So. it )'&t be de&igned caref'lly and it &ho'ld )eet the objectiFe& of the
re&earch*
Data &ho'ld be analyEed and eFal'ated well*
The finding of re&earch &ho'ld be Falid and reliable*
The &a)ple &iEe for the re&earch &ho'ld be &'ch that it can be eFal'ated well and re&'lt&
can be obtained properly and correctly*
Thi& re&earch foc'&e& on an IT co)pany &o it will be helpf'l in re&earche& related to
(aiEen and IT co)pany*



<1
I"#$i)atio!( of t/ (tudy
Thi& re&earch i& foc'&ed on the contin'o'& i)proFe)ent with the inFolFe)ent of eFerybody in
the organiEation which i& a &oftware co)pany*

Thi& &t'dy i& applicable in eFery type of wor(place whether it i& &oftware. )an'fact'ring
co)pany or any other* I)proFe)ent i& a need of any of the organiEation for it& growth* There
)'&t be willingne&& to i)proFe and co)pete in the )ar(et and for that (aiEen &trategie& are Fery
'&ef'l beca'&e in (aiEen i)ple)entation the wor(place a& well a& proce&&e& and e)ployee&
inFolFe)ent are analyEed and reengineered whereFer nece&&ary*
KaiEen eFent can be applied to /TD actiFitie& of any of the co)pany*
<8
2* +* 5'ptaM 3')an re&o'rce )anage)entM 9@@6M 3')an re&o'rce
deFelop)ent*
#* S'bba /aoM &&ential& of 3')an /e&o'rce "anage)ent and Ind'&trial
/elation&M D'ality of wor( life*
K*2* :ainM Total D'ality "anage)ent7 +'&ine&& #roce&&Tranfor)ation*
5eorge Ali(al T Anthony "ano&M $ean (aiEen7 A &i)plified approach to
proce&& i)proFe)ent&*
#rod'ctiFity i)proFe)ent in the &erFice &ectorM "ah $o( Abd'llah*
/aFi* "* Ki&hore 77772o&t T "anage)ent Acco'nting. <
th
edition.
TaG)anP&. !ew Delhi*
6 wa&te&M :on "illerM So'rce4 D" /eFiewM :an9@@A. ;ol* 1A I&&'e 1. p9?781.
8p. 1 diagra)
$arryM So'rce4 2o)p'ter& in Ind'&tryM "ay9@@B. ;ol* >@ I&&'e <. p98A798>.
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http4Lwww*(aiEen*co)
<A
1* DUSTIO!!AI/
9* C2$ S3T OF #/O:2T
8* t7 te&t TA+$
<* KAIZ! #3OTO5/A#3S
<>

A!!9u* ':
Pu(tio!!ai*
!a)e4 Dept*4
Age4 Inco)e4
!ote4 "ar( , - anyone fro) the following4
1* I a) aware abo't the word OKAIZ!P that )ean& Ocontin'o'&
i)proFe)entP*
(i) Ye& ,ii- !o ,iii- DonPt Know
9* Feryone i& inFolFed in the contin'o'& i)proFe)ent of OI"#TUSP*
,i- Ye& ,ii- !o ,iii- DonPt Know
8* S'gge&tion& of e)ployee& fro) all categorie& are inFited for the
i)proFe)ent and growth of the co)pany and help& in red'cing wa&te&*
,i- Ye& ,ii- !o ,iii- DonPt Know
<* I)proFe)ent& are Fiewed and done on the &pot in perfor)ance&*
,i- Ye& ,ii- !o ,iii- DonPt Know
A* "orale of e)ployee& i& al&o i)proFed with the help of appropriate )ea&'re&
li(e incentiFe&. co'n&eling. reward and recognition etc*
,i- Ye& ,ii- !o ,iii- DonPt Know
>* All the nece&&ary area& for i)proFe)ent are identified by the top
)anage)ent*
,i- Ye& ,ii- !o ,iii- DonPt Know
<6
6* TrainingL wor(&hop& are organiEed to )a(e aware of &elf i)proFe)ent*
,i- Ye& ,ii- !o ,iii- DonPt Know
?* "anage)ent of I"#TUS i& capable of handling &)ooth flow of wor(.
ti)ely*
,i- Ye& ,ii- !o ,iii- DonPt Know
B* 2ontin'o'& i)proFe)ent i& the need for the growth of any co)pany &o a& to
generate Fal'e for c'&to)er&*
,i- Ye& ,ii- !o ,iii- DonPt Know
1@*2ontin'o'& i)proFe)ent driFe& organiEational re&'lt& and profitability for
&'&tainable &'cce&&*
,i- Ye& ,ii- !o ,iii- DonPt Know
<B
KAIQEN PHOTO.RAPHS
Bfo*
Aft*